By Michael Armstrong, Stephen Taylor
From an the world over revered specialist on administration subject matters comes this absolutely revised 10th anniversary version of his vintage textbook.
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Boxall (1996) refers to this situation as one that confers ‘human capital advantage’. But he also notes (1996 and 1999), that a distinction should be made between ‘human capital advantage’ and ‘human process advantage’. The former results from employing people with competitively valuable knowledge and skills, much of it tacit. The latter, however, follows from the establishment of: difficult to imitate, highly evolved processes within the firm, such as cross-departmental co-operation and executive development.
12. Developing the facilitating role of managers as enablers. CHARACTERISTICS OF HRM The characteristics of the HRM concept as they emerged from the writings of the pioneers and later commentators are that it is: ● ● ● ● ● ● ● diverse; strategic with an emphasis on integration; commitment-oriented; based on the belief that people should be treated as assets (human capital); unitarist rather than pluralist, individualistic rather than collective in its approach to employee relations; a management-driven activity – the delivery of HRM is a line management responsibility; focused on business values.
He also commented that HRM ‘reflects a long-standing capitalist tradition in which the worker is regarded as a commodity’. The emphasis is therefore on the interests of management, integration with business strategy, obtaining added value from people by the processes of human resource development and performance management and the need for a strong corporate culture expressed in mission and value statements and reinforced by communications, training and performance management processes. The soft version of HRM traces its roots to the human-relations school; it emphasizes communication, motivation and leadership.